scholarly journals Generation Y: Incentive and Reward Schemes

2021 ◽  
Author(s):  
◽  
Winifred Jessie du Preez
Keyword(s):  
Individual Differences ◽  
New Zealand ◽  
Generation X ◽  
Generation Y ◽  
Employee Retention ◽  
Group Method ◽  
Depth Information ◽  
Baby Boomer Generation ◽  
And Performance ◽  
Generational Characteristics

<p>Due to the constant changes in workforce and generational composition, employee retention and recruitment has been a major problem. Currently there are three generations working side by side in the workforce namely; the Baby Boomer Generation, Generation X and Generation Y. This research has focused on the most effective ways in which to motivate, attract and retain employees, in particular Generation Y employees. This is important as an employee’s motivation and performance has an impact on the company’s success. Different generational members have different generational characteristics as well as individual differences and failure by mangers to understand the generational and individual differences can result in misunderstandings, miscommunication, conflict and performance issues. By providing managers with the necessary knowledge to understand employees, effective incentive and reward schemes can be designed and implemented. Using Vroom’s Expectancy Theory framework, this study examines Generation Y and X employees in New Zealand accounting and commerce industries in order to understand their preferences, feelings and opinions on the matter of motivation, employee retention and attraction, as well as their perceived generational characteristics. A focus group method was used in order to gather the necessary data. The results illustrate that the characteristics of Generation Y participants did not agree with most of the existing literature on what types of incentive schemes are most effective for these employees, while also pointing out that these employees are also driven by cultural and individual differences. As this study was industry and generational specific, it allowed the gathering of in-depth information, opinions and feelings that contributes to existing literature as well as being the first of its kind due to being executed in New Zealand.</p>

scholarly journals Generation Y: Incentive and Reward Schemes

2021 ◽  
Author(s):  
◽  
Winifred Jessie du Preez
Keyword(s):  
Individual Differences ◽  
New Zealand ◽  
Generation X ◽  
Generation Y ◽  
Employee Retention ◽  
Group Method ◽  
Depth Information ◽  
Baby Boomer Generation ◽  
And Performance ◽  
Generational Characteristics

<p>Due to the constant changes in workforce and generational composition, employee retention and recruitment has been a major problem. Currently there are three generations working side by side in the workforce namely; the Baby Boomer Generation, Generation X and Generation Y. This research has focused on the most effective ways in which to motivate, attract and retain employees, in particular Generation Y employees. This is important as an employee’s motivation and performance has an impact on the company’s success. Different generational members have different generational characteristics as well as individual differences and failure by mangers to understand the generational and individual differences can result in misunderstandings, miscommunication, conflict and performance issues. By providing managers with the necessary knowledge to understand employees, effective incentive and reward schemes can be designed and implemented. Using Vroom’s Expectancy Theory framework, this study examines Generation Y and X employees in New Zealand accounting and commerce industries in order to understand their preferences, feelings and opinions on the matter of motivation, employee retention and attraction, as well as their perceived generational characteristics. A focus group method was used in order to gather the necessary data. The results illustrate that the characteristics of Generation Y participants did not agree with most of the existing literature on what types of incentive schemes are most effective for these employees, while also pointing out that these employees are also driven by cultural and individual differences. As this study was industry and generational specific, it allowed the gathering of in-depth information, opinions and feelings that contributes to existing literature as well as being the first of its kind due to being executed in New Zealand.</p>

scholarly journals Does Generation Moderate the Effect of Total Rewards on Employee Retention? Evidence From Jordan

SAGE Open ◽  
2020 ◽  
Vol 10 (3) ◽  
pp. 215824402095703
Author(s):  
Ayman Alhmoud ◽  
Husam Rjoub
Keyword(s):  
Generation X ◽  
Generation Y ◽  
Structural Equation ◽  
Employee Retention ◽  
Equation Modeling ◽  
Extrinsic Rewards ◽  
Significant Difference ◽  
Total Rewards ◽  
The Impact ◽  
Social Rewards

Skill shortages along with changes in employee demographics have required that employers reconsider hitherto undifferentiated retention strategies in favor of a more targeted approach that accounts for precisely which total reward factors induce retention among talented employees. One notable gap in corresponding research is insufficient empirical data regarding the impact of employees’ generation on the relation between total rewards and retention. This article addresses existed gab(s) in the literature by exploring how total rewards—categorized into extrinsic, intrinsic, and social rewards—influence retention among two distinct groups in today’s labor force, Generation X and Generation Y, via surveys conducted among schoolteachers in Jordan. A total of 250 copies of structured questionnaire were administered to the high school teachers in the eastern areas of Jordan, while partial least squares structural equation modeling (PLS-SEM) was employed for the model analysis, and multigroup analysis was conducted to determine the moderating effects of generations. Findings revealed that no statistically significant difference in terms of the total rewards–employee retention relationship exists between the two generations. For both generations, extrinsic rewards had a significant impact on retention, while social rewards had none. Intrinsic rewards proved effective among Generation Y though not Generation X employees although the difference was minimal. Ultimately, in recruiting and managing employees of both generations in Jordan’s education sector, the results of this study indicate that employers should channel their resources primarily into providing attractive extrinsic rewards.

GENERATION DIFFERENCES IN BUSINESS LIFE AND GENERATION Z

2021 ◽  
Vol 6 (16) ◽  
pp. 47-68
Author(s):  
Şerife DURMAZ ◽  
Bülent OKUMUŞ
Keyword(s):  
Labor Markets ◽  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
New World ◽  
Social Economic ◽  
Working Life ◽  
Baby Boomer Generation ◽  
Working Environments ◽  
Generation Z

For successful interaction and communication to occur in organizations, it is necessary to understand the characteristics of each generation and what motivates them to be successful and good employees. In an organization, many of the employees' values and attitudes towards work can be quite different from previous generations, and managers need to take these generational differences into account in order to effectively manage the workforce. Strauss and Howe (1991) identified eighteen generations throughout four centuries of American history, dating back to the first New World colonizers. In this study, the differences in working orientations and attitudes between generations within the scope of the Traditional Generation, Baby Boomer Generation, X Generation, Y Generation and Z Generation, which are the generations that affect / will affect today's working life, are discussed. After explaining what kind of environment these generations were born into and how they were affected by social, economic and environmental conditions, it was examined how these generations achieved unity in their working environments. It has been contributed to the recognition of Generation Z by their managers and colleagues, who have just entered or will enter the labor market, and to learn what kind of working group they are/will be faced with, and suggestions are made for the future labor markets.

A comparison of photo-taking and online-sharing behaviors of mainland Chinese and Western theme park visitors based on generation membership

2016 ◽  
Vol 24 (1) ◽  
pp. 29-43 ◽  
Author(s):  
Bruce Prideaux ◽  
Louisa Yee-Sum Lee ◽  
Nelson Tsang
Keyword(s):  
Generation X ◽  
Generation Y ◽  
Marketing Strategies ◽  
Social Media Marketing ◽  
Theme Park ◽  
Mainland Chinese ◽  
Baby Boomer Generation ◽  
Alternative Approach ◽  
Photo Sharing ◽  
Definition Of

This research investigates and compares the photo-taking and online photo-sharing behaviors of mainland Chinese and Western theme park visitors using decade length generations. Given the rapid growth in digital photography and growing popularity of online sharing of photos, an enhanced understanding of the photo-taking and photo-sharing behaviors of visitors based on generation membership will assist theme park managers develop new social media marketing strategies. Most previous research has employed Western definitions of generations such as baby boomer, generation X, and generation Y. These definitions do not always apply in non-Western settings indicating the need for an alternative approach. This study uses a decade length definition of generations: the post-70s, post-80s, and post-90s. Results of the survey found that photo taking and online photo sharing are very popular but do vary between generations and cultures. For example, mobile phones were found to be the most popular photographic equipment for mainland Chinese and the least popular for post-90s Western respondents. All generations rated family/friend, landscape, and selfies as the top three areas of photo content. Selfies were twice as popular with mainland Chinese post-90s as their Western counterparts in the same generation. The findings highlight the usefulness of decade length generations and of identifying photo-taking and photo-sharing activities based on cultural groupings. The findings also indicated opportunities for co-creation at least in the area of photo taking in a theme park setting.

scholarly journals PERBEDAAN NILAI-NILAI KERJA GENERASI BABY BOOMER, GENERASI X DAN GENERASI Y (Survey Pada Karyawan Hotel Provinsi Jawa Barat)

2021 ◽  
Vol 11 (1) ◽  
pp. 79-91
Author(s):  
Rita Yuni Mulyanti
Keyword(s):  
Generation X ◽  
Generation Y ◽  
Baby Boomer ◽  
Work Life ◽  
Work Life Balance ◽  
Primary Data ◽  
Life Balance ◽  
Baby Boomer Generation ◽  
Hotel Employees ◽  
Post Hoc

Setiap generasi memiliki nilai-nilai yang dibentuk oleh peristiwa-peristiwa penting dalam sejarah yang mengubah arah perkembangan masyarakat tempat generasi itu dibesarkan secara fundamental. Peristiwa ini memengaruhi nilai, preferensi, dan perilaku saat bekerja. Artikel ini menjelaskan tentang perbedaan nilai yang dianut oleh generasi baby boomer, generasi X, dan generasi Y di tempat kerja.  Metode penelitian yang digunakan dalam penelitian ini adalah deskriptif kausatif, dengan data primer yang dikumpulkan melalui survei pada 400 orang karyawan hotel di Provinsi Jawa Barat.  Sebanyak 55 orang karyawan generasi baby boomer, 144 karyawan generasi X dan 201 karyawan generasi Y telah mengisi kuesioner. Data yang diperoleh dianalisis menggunakan uji Kruskall Wallis dan dilanjutkan dengan uji post hoc dengan uji Mann Whitney.  Hasil analisis data menunjukkan adanya perbedaan nilai-nilai antara generasi baby boomer, X dan Y. Generasi baby boomer memiliki kepatuhan yang berbeda dengan generasi X dan generasi Y.  Generasi baby boomer dan generasi Y juga memiliki perbedaan nilai-nilai yang berkaitan dengan work life balance. Selain itu juga ditemukan perbedaan antara generasi X dengan generasi Y pada nilai-nilai yang berkaitan dengan kepatuhan, work life balance dan pengaruh.  Perbedaan nilai-nilai generasi perlu dikelola dengan baik agar dapat bersinergi dalam mencapai tujuan perusahaan.Kata kunci: Nilai-nilai generasi, generasi X, generasi Y, baby boomer, uji beda, Kruskall Wallis ABSTRACTEach generation has values shaped by important events in history that fundamentally changed the direction of the development of the society in which that generation was raised. These events affect your values, preferences, and on-the-job behavior. This article describes the different values held by the baby boomer generation, generation X, and generation Y in the workplace. The research method used in this research is descriptive causative, with primary data collected through a survey of 400 hotel employees in West Java Province. A total of 55 employees of the baby boomer generation, 144 of the X generation and 201 of the Y generation employees have filled out the questionnaire. The data obtained were analyzed using the Kruskall Wallis test and followed by the post hoc test with the Mann Whitney test. The results of data analysis show that there are differences in values between the baby boomer generations, X and Y. The baby boomer generations have different obedience from generation X and generation Y. The baby boomer generation and Y generation also have different values related to work life balance. In addition, differences were also found between generation X and generation Y on values related to compliance, work life balance and influence.  The differences in the values created need to be managed properly in order to synergize in achieving company goalsKeywords: generation values, generation X, generation Y, baby boomers, different test, Kruskall Wallis

scholarly journals Impact of Learning Culture, Transformational Leadership and Motivation Language on Gen Y’s Employee Job Satisfaction: Case Study on a Islamic Banking

2018 ◽  
Vol 10 (1) ◽  
pp. 22
Author(s):  
Ahmad Adriansyah ◽  
Bayu Wiranto
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Human Resources ◽  
Generation X ◽  
Generation Y ◽  
Learning Culture ◽  
Emotional States ◽  
Validity And Reliability ◽  
Baby Boomer Generation ◽  
Motivating Language

One of the internal factors in the organization of Islamic Banks, or hereby BUS, considered important by regulators to be increased is their Human Resources, including in Bank X. Current human resources in the organization, including bank X, consisting of three generations, Generation Y, Generation X and Baby Boomer Generation. Each generation has different cognitive conditions, emotional states, and social conditions. This generation difference also affects the management of human resources in one company. This condition is the basis for doing human resources research on one generation only, namely Generation Y. Generation Y selection is because this generation will be the next generation in the company. One of the important factors related to human resources is its job satisfaction, which can determine the success of the organization, increase the productivity of employees and companies. Job satisfaction is caused by several factors, including those used in this study are Learning Culture, Transformational Leadership, and Motivating Language. The research was conducted at Bank X and attended by 216 employees who entered in Generation Y category. The test was conducted with SPSS 23, with Multiple Regression statistic methods. All measuring tools show good validity and reliability. The test results revealed that together the three factors above affect job satisfaction, with the proportion of influence of 47%. Transformational and Motivating Language Leadership variables significantly affect job satisfaction, while Learning Culture is not.

scholarly journals School Administrators’ Perspectives on Teachers From Different Generations: SWOT Analysis

SAGE Open ◽  
2019 ◽  
Vol 9 (3) ◽  
pp. 215824401986149
Author(s):  
Soner Polat ◽  
Çaǧlar Çelik ◽  
Yıldız Okçu
Keyword(s):  
Baby Boomers ◽  
Generation X ◽  
Generation Y ◽  
Swot Analysis ◽  
Baby Boomer ◽  
School Administrators ◽  
Study Group ◽  
Baby Boomer Generation ◽  
New Methods ◽  
Innovation Generation

The aim of this study was to examine the perspective of school administrators with regard to teachers from different generations. In this study, the strengths, weaknesses, opportunities, and threats of each generation were examined. This study was conducted as a Strength, Weakness, Opportunity, and Threat (SWOT) analysis. The study group consisted of 26 school administrators from the Dilovası district of Kocaeli province, Turkey. According to the school administrators, the Baby Boomer generation shows their strengths with discipline and experience, Generation X with determination, and Generation Y with their abilities in technology. As for the weaknesses of each generation, Baby Boomers are against innovation and disobedient of the management, Generation X claims to know everything, and Generation Y is inexperienced. What creates opportunities for schools is that Baby Boomers manage crises and transfer experience, Generation X acts as a bridge between the generations, and Generation Y applies new methods in education. For the threats of different generations to the school, the school administrators stated that Baby Boomers hinder innovation, Generation X is disloyal, and Generation Y is inexperienced and against the system.

Pathways ahead for New Zealand hill country farming

2016 ◽  
Vol 78 ◽  
pp. 73-82 ◽  
Author(s):  
F.G. Scrimgeour
Keyword(s):  
New Zealand ◽  
Rural Communities ◽  
New Technologies ◽  
Service Providers ◽  
Farming Systems ◽  
Hill Country ◽  
The Status ◽  
And Performance ◽  
Hill Farming ◽  
The Hill

This paper provides a stocktake of the status of hill country farming in New Zealand and addresses the challenges which will determine its future state and performance. It arises out of the Hill Country Symposium, held in Rotorua, New Zealand, 12-13 April 2016. This paper surveys people, policy, business and change, farming systems for hill country, soil nutrients and the environment, plants for hill country, animals, animal feeding and productivity, and strategies for achieving sustainable outcomes in the hill country. This paper concludes by identifying approaches to: support current and future hill country farmers and service providers, to effectively and efficiently deal with change; link hill farming businesses to effective value chains and new markets to achieve sufficient and stable profitability; reward farmers for the careful management of natural resources on their farm; ensure that new technologies which improve the efficient use of input resources are developed; and strategies to achieve vibrant rural communities which strengthen hill country farming businesses and their service providers. Keywords: farming systems, hill country, people, policy, productivity, profitability, sustainability

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